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PUBLIC  SERVICE  CORPORA- 
TIONS AND  THE  PUBLIC 


ALEXANDER 
HAMILTON 
INSTITUTE 


H-30 


The  Relations  Between 
Public  Service  Corpora- 
tions and  the  Public 


By  WILLIAM  G.  McADOO 

»\ 
President,  Hudson  (.&  Manhattan  Railway  Company 


One  of  a  Series  of  Lectures  Prepared  for 
the  Alexander   Hamilton  Institute 


ALEXANDER      HAMILTON      INSTITUTE 
ASTOR     PLACE,     NEW      YORK      CITY 


A/3 


WILLIAM  G.  McADOO 


WILLIAM  GIBBS  McADOO 

William  G.  McAdoo,  president  of  the  company 
which  built  the  Hudson  tunnels,  was  born  near  Mari- 
etta, Georgia,  October  31,  1863.  He  is  descended 
from  a  family  which  has  been  prominent  in  the  public 
and  military  affairs  of  the  South  for  nearly  three  cen- 
turies. Mr.  McAdoo's  father,  William  G.  McAdoo, 
M.A.,  LL.D.,  was  a  judge;  a  soldier  both  in  the 
Mexican  and  in  the  Civil  Wars;  for  two  terms  Dis- 
trict Attorney  General  of  the  State  of  Tennessee;  and 
in  his  later  years  Professor  of  English  and  History  in 
the  University  of  Tennessee.  The  Civil  War  swept 
away  his  possessions,  and  William  G.  McAdoo,  the 
son,  was  born  and  raised  in  poverty.  Far  from  be- 
wailing his  fate,  he  looks  back  on  the  privation  of  his 
early  life  as  a  most  fortunate  circumstance.  In  a 
public  address  not  long  ago  he  said: 

"I  was  brought  up  in  Georgia,  in  the  path  of  Gen- 
eral Sherman's  famous  march  to  the  sea.  As  Henry 
Grady  once  remarked,  'General  Sherman  was  a  bit 
careless  with  fire,'  and  for  this  reason,  among  other 
things,  he  has  never  been  a  popular  man  in  Georgia. 
For  myself,  however,  I  feel  that  I  owe  General  Sher- 
man a  debt  of  gratitude.  I  believe  that  character  is 
produced  and  developed  to  the  highest  degree  by  hard- 
ships, sufferings  and  poverty.  I  have  never  doubted 
that  whatever  of  character  I  have  developed  has  been, 
in  a  large  measure,  due  to  the  surroundings  and  condi- 
tions which  General  Sherman  forced  upon  the  people 
of  our  section  during  that  great  war." 

Mr.  McAdoo  entered  the  University  of  Tennessee 
but  was  forced  to  leave  in  his  junior  year  in  order  to 
take  a  position  as  clerk  in  the  United  States  Circuit 
Court.  His  spare  time  was  spent  in  the  study  of  law, 
and  at  the  age  of  twenty-one  he  was  admitted  to  the 
bar.  Within  a  short  time  he  became  division  counsel 
for  the  Central  Railroad  and  Banking  Company  of 


M252358 


Georgia,  and  afterwards  for  the  old  Richmond  and 
Danville  Railroad  (now  part  of  the  Southern  Rail- 
way system),  and  at  the  same  time  was  active  in 
Democratic  politics. 

But  Mr.  McAdoo  was  looking  for  bigger  oppor- 
tunities. In  1 892,  when  he  was  twenty-nine  years 
old,  he  moved  to  New  York  City  and  began  the  prac- 
tice of  law.  In  1 898  he  formed  a  law  partnership 
with  Hon.  William  McAdoo,  formerly  Congressman 
from  New  Jersey,  Assistant  Secretary  of  the  Navy 
and  Police  Commissioner  of  New  York  City,  and  now 
Chief  Magistrate  of  New  York  City.  Contrary  to 
the  general  impression  the  two  McAdoos  are  not 
related. 

In  1902  he  organized  the  corporation  which  has 
constructed  the  two  tunnels  under  the  Hudson  River 
connecting  the  railroad  stations  and  cities  on  the  Jersey 
side  with  the  New  York  business  and  shopping  dis- 
tricts. The  whole  plan  was  a  gigantic  experiment. 
Sixty  million  dollars  capital  was  required.  Two  pre- 
vious attempts  to  tunnel  the  Hudson  had  failed. 
Nevertheless,  Mr.  McAdoo  persuaded  capitalists  to 
invest,  carried  through  the  construction  with  scarcely  a 
hitch,  and  so  organized  the  operating  system  that  it  is 
everywhere  recognized  as  a  model  of  efficiency.  The 
methods  by  which  he  has  succeeded  in  serving  econom- 
ically and  at  the  same  time  pleasing  the  public  are 
described  by  Mr.  McAdoo  himself,  in  this  lecture. 
His  own  personality  plainly  appears  in  every  detail  of 
the  management,  and  it  is  not  without  reason  that  the 
people  of  New  York  persist  in  disregarding  official 
titles  and  in  speaking  of  the  whole  system  as  the 
"McAdoo  tunnels." 

The  extent  and  value  of  Mr.  McAdoo's  contribu- 
tion to  American  business  practice  cannot  be  measured. 
His  influence  extends  far  beyond  his  own  corporation. 
He  has  appreciably  raised  the  standards  of  courtesy 
and  of  comfort  of  millions  of  his  fellow  citizens. 


The  Relations  Between 
Public  Service  Corporations  and  the  Public* 

By  WILLIAM  G.  McADOO 


This  is  a  big  question,  and  it  has  been  the  sub- 
ject of  much  discussion  and  legislation  during  the 
past  few  years.  The  corporation  question  has, 
unfortunately,  come  to  be  more  of  a  political  than 
an  economic  one,  and  it  is  not  only  the  public 
service  corporation,  but  every  kind  of  corporation 
that  is  embraced  in  the  issue. 

Your  invitation  confines  me,  however,  to  a  dis- 
cussion of  public  service  corporations  only. 

What  is  a  public  service  corporation?  The 
public,  generally,  would  say  "a  railroad  or  a  street 
railroad  corporation,  or  any  corporation  engaged 
in  the  transportation  business."  Such  corpora- 
tions as  telephone,  telegraph,  gas  and  water 
companies  are  not  included  in  the  popular  idea. 
The  reason  for  this  is  that  the  railroad  corpora- 
tions come  more  intimately  in  touch  with  the  public 
and  are  more  often  touched  by  the  public.  The  sub- 
way, elevated  and  surface  lines  of  New  York  City, 
for  instance,  carried  in  the  year  1909  approximately 
nine  hundred  million  people,  each  one  of  whom  paid 
a  five  cent  fare.  Every  day,  therefore,  these 
people  are  in  actual  contact  with  the  transporta- 
tion line,  observing  its  defects  and  weaknesses  and 
criticizing  its  management,  whereas,  with  electric 

*A  lecture  delivered  before  the  Graduate  School  of  Business 
Administration  of  Harvard  University,  April  6,  1910. 


light,  gas  and  water  companies,  payment  for  the 
service  rendered  is  made  once  a  month,  and  the 
service  itself  is  less  conspicuously  brought  to  the 
daily  attention  of  the  user.  I  assume  that  I  am 
expected  to  speak  with  reference  to  that  particular 
form  of  public  service  corporation  known  as  a 
transportation  corporation;  that  you  do  not  wish 
a  political  or  an  economic  discussion  of  this  ques- 
tion, but  that  you  prefer  to  have  me  treat  it  from 
the  standpoint  of  one  who  has  had  practical 
experience  with  the  public  in  the  actual  construc- 
tion and  administration  of  an  important  public 
service  facility.  It  is  my  purpose,  therefore,  to 
deal  more  with  what  may  be  termed  the  psycho- 
logic phases  of  the  problem,  although  I  may  make 
an  occasional  excursion  into  collateral  issues. 

Corporations  are  not  "Soulless" 

The  popular  conception  of  corporations,  whether 
they  be  public  service  ones  or  not,  is  that  they  are 
"soulless."  This  is  an  error,  and  one  which  has 
caused  much  mischief,  because,  so  long  as  the 
corporation  manager  believes  that  he  is  in  the 
shadow  of  an  impersonal  entity  and,  therefore, 
not  held  to  personal  responsibility  for  his  acts,  he 
will  do  things  behind  this  screen  which  he  would 
not  do  if  he  knew  that  the  public  considered  him 
the  personification  of  the  corporation  and  held  him 
to  personal  accountability  for  the  corporate  acts. 
The  public,  having  accepted  as  axiomatic  the  propo- 
sition that  all  corporations  are  soulless,  has  come  to 
regard  the  action  of  such  corporations,  however 
objectionable,  as  beyond  remedy  because  of  this 
very  soullessness.  I  have  often  heard  people  ex- 

6 


claim,  when  something  has  happened  justifying  a 
complaint  to  the  corporation  management,  "What 
is  the  tise  of  making  a  complaint  to  a  soulless 
corporation?"  Thereby  they  have  not  only  ex- 
cused the  objectionable  act,  but  they  have  en- 
couraged its  repetition.  Whether  a  corporation 
is  soulless  or  not,  complaint  should  always  be  made 
to  the  management  of  abuses  or  derelictions. 

Its  President's  Soul  is  the  Corporation's  Soul 

I  assert  that  no  corporation  is  soulless ;  that,  on 
the  contrary,  every  corporation  has  a  soul;  that 
the  soul  of  such  corporation  is  the  soul  of  its 
dominant  individual — usually  the  president;  that 
the  management  of  the  corporation  reflects  the 
prevailing  soul  almost  as  infallibly  as  a  looking 
glass  reflects  an  object  set  before  it.  If  that  soul 
be  selfish,  little  and  narrow,  the  policy  of  the 
corporation  will  be  selfish,  little  and  narrow;  if 
that  soul  be  broad,  progressive,  liberal  and  honest, 
the  policy  of  the  corporation  will  be  broad,  pro- 
gressive, liberal  and  honest.  It  is  inevitable  that 
the  rank  and  file  of  the  corporation,  by  which  I 
mean  its  employees,  will,  in  time,  imbibe  the  spirit 
of  its  dominant  factor. 

What  I  have  said  on  this  point  needs  this 
qualification :  that  the  dominant  soul  in  a  corpora- 
tion is  not  reflected  in  the  attitude  and  the  quality 
of  the  employees  and  in  the  policy  of  the  corpora- 
tion itself,  until  it  has  been  long  enough  in  com- 
mand to  assert  its  power  effectively.  This  is 
readily  seen  when  there  is  a  change  in  corporate 
management.  Some  time  necessarily  elapses  before 
the  new  order  is  able  to  make  its  impress  upon  the 


corporate  organization,  as  well  as  upon  the  public 
itself. 

It  may  be  said  that  the  Board  of  Directors  is 
paramount.  This  is  true,  in  a  measure,  and  yet  it 
is  a  well-known  fact  that  most  Boards  of  Directors 
in  this  country  are  dominated  by  the  chief  officer 
of  the  corporation.  This  is  necessarily  so,  because 
it  is  essential  that  the  Board  of  Directors  have 
confidence  in  and  be  controlled  by  the  judgment 
and  views  of  the  directing  officer;  otherwise  the 
corporation  would  be  without  a  guiding  hand. 

Modern  electric  railroad  practice  has  developed 
what  is  called  the  multiple  unit  train.  Such  a 
train  is  composed  of  a  number  of  separate  and 
independent  units  or  motor  cars,  each  one  self- 
contained  and  capable  of  independent  propulsion, 
but  when  connected  together  and  forming  one  train 
they  are  under  command  of  a  single  motorman, 
who,  by  the  turn  of  a  lever,  can  make  the  train 
start,  move  faster,  or  slower,  or  come  to  a  stop. 
On  each  one  of  these  trains  there  are  a  number  of 
employees,  but  all  of  them  are  under  the  control  of 
a  single  soul — the  motorman — while  this  train  is 
in  motion.  He  starts  upon  his  journey  and  brings 
his  train  to  its  destination  by  the  manipulation  of 
the  different  units  and  of  the  apparatus  at  his 
command. 

A  corporation  is  simply  a  multiple  unit.  It  is 
composed  of  various  independent  departments,  all 
under  the  control  of  a  single  individual — usually, 
as  I  said  before,  the  president.  He,  with  the 
collateral  assistance  of  the  Board  of  Directors, 
guides  the  company  over  the  fixed  track  of  its 

8 


corporate  powers   and  has  control  of  all  of   its 
employees. 

Having  thus  made  clear,  as  I  hope,  the  fact  that 
every  corporation  has  a  soul,  I  now  assert  that 
so  true  is  this  that  the  character  and  quality  of 
this  soul  may  be  judged,  in  large  measure,  by  the 
character  and  quality  of  the  service  rendered  by 
the  corporation.  Go  over  the  lines  of  any  public 
service  utility  to-day,  and  carefully  observe  the 
general  details  of  its  service  and  equipment,  the 
manners  of  its  employees  and  their  attitude  to  the 
public,  and  you  will  get  a  fairly  good  reflection  of 
the  soul  of  its  management.  It  is  to  the  interest 
of  the  public,  as  well  as  of  the  corporation,  that 
this  should  become  a  recognized  fact,  so  that  the 
controlling  force  in  each  corporation  shall  be  held 
to  the  highest  measure  of  individual  and  personal 
responsibility  for  the  conduct  of  its  affairs.  And 
when  this  time  comes,  this  dominant  soul  will 
realize  that  it  will  be  pilloried  for  practices  that  are 
objectionable,  as  it  will  be  applauded  for  practices 
that  are  commendable. 

Arbitrary  Management  a  Back  Number 

The  hostility  of  the  public  to  corporations, 
especially  transportation  corporations,  so  much  in 
evidence  during  the  past  few  years,  is  the  cumu- 
lative effect  of  years  of  indifference,  oftentimes 
contemptuous,  on  the  part  of  corporate  managers 
to  the  interests  and  just  grievances  of  the  public. 
Very  frequently  these  grievances  arose  out  of  easily 
remediable  matters,  such  as  unreliable  train  service, 
disregard  of  public  convenience  in  arranging  train 
schedules,  failure  to  give  prompt  and  truthful  in- 


formation  about  delayed  trains  and  accidents  and 
habitual  incivility  on  the  part  of  the  employees 
generally.  The  old  style  manager  resented  sug- 
gestions and  complaints  as  impertinence,  consigned 
them  usually  to  the  waste  basket,  and  went  on  in  his 
arbitrary  way,  firm  in  the  belief  in  his  own  in- 
fallibility and  the  public's  complete  dependence. 

There  were,  of  course,  other  and  more  serious 
causes  than  those  I  have  enumerated,  for  resent- 
ment against  the  railroads.  Rebates  and  discrim- 
inations, long  practiced,  benefiting  the  few  to  the 
injury  of  the  many,  finally  aroused  the  public  and 
caused  legislation  throughout  the  country.  The 
railroads  have  become  a  sort  of  political  football, 
and  some  good  and  some  unwise  legislation  concern- 
ing them  has  been  enacted  during  the  past  few 
years.  It  is  inevitable,  in  a  popular  form  of  govern- 
ment, that  legislation  oftentimes  reflects  the  popu- 
lar excitement  and  resentment  of  the  moment,  and 
that  we  get  back  to  a  stable  equilibrium  only  as 
result  of  experience  and  a  more  composed  and 
judicial  state  of  the  public  mind. 

As  a  result  of  the  agitation,  one  thing,  at  least, 
has  been  clearly  established,  viz. :  that  the  public 
is  a  factor  now  in  corporation  management;  it  is 
almost  a  member  of  the  Board  of  Directors  of  every 
corporation.  The  old  time  arbitrary  manager  is 
already  a  back-number  and  where  he  still  exists, 
is  making  a  hopeless  fight.  He  must  conform  to 
the  new  order  if  he  would  survive. 

Commissions  Have  Come  to  Stay 

The  public  has  come  into  the  management  of 
the  railroads  through  the  Interstate  Commerce 

10 


Commission  and  through  the  various  state  rail- 
road commissions  which  have  been  created  within 
the  past  few  years.  The  most  notable  of  these  is 
the  Public  Service  Commission  of  New  York, 
because  of  the  exceptional  powers  which  the  State 
has  conferred  upon  that  body. 

I  believe  in  the  commission  idea.  Some  such 
body  is  essential  now  to  the  protection  of  the  public 
and  the  corporations.  But  to  be  in  the  highest 
degree  useful,  these  commissions  should  have  a 
well-defined  power  of  wholesome  regulation  only. 
They  should  not  be  permitted  to  undertake  the 
management  itself.  The  responsible  owners  should 
not  be  deprived  of  their  right  to  control  and  operate 
their  properties  within  proper  limits,  nor  is  it  to  the 
interest  of  the  public  that  they  should  be.  It  is 
extremely  difficult  to  draw  the  line  between 
regulation  and  management,  but  it  will  be  found 
eventually.  Experience  and  court  decisions  will 
make  clear  the  extent  to  which  government  may 
go  in  this  direction. 

The  Public  Service  Commission  of  New  York  has 
shown  good  judgment  in  the  exercise  of  the  broad 
powers  entrusted  to  it.  It  is  composed  of  men  of 
high  character,  who  came  to  their  task  without 
previous  railroad  experience,  but  with  a  just 
appreciation  of  their  responsibilities  and  an  earnest 
desire  to  discharge  them  with  justice,  moderation 
and  wisdom.  They  have  had  to  spend  a  great  deal 
of  time,  necessarily,  in  studying  the  complicated 
problems  of  Greater  New  York.  Too  much  has 
been  expected  of  the  Commission  in  a  short  time. 
The  unmerited  criticism  it  has  received  is  one  of 
the  best  justifications  of  its  existence,  because  it 


ii 


shows  that  the  Commission  intends  to  proceed 
carefully,  and  to  exercise  its  large  powers  justly 
and  not  oppressively.  No  other  course  would 
enable  it  to  be  useful  or  to  preserve  the  respect  and 
confidence  of  the  community. 

There  has  been  and  continues  to  be  much 
criticism  of  the  commission  idea,  but  corporation 
managers  may  as  well  make  up  their  minds  that 
commissions  have  come  to  stay.  The  corpora- 
tions should  co-operate  with  the  authorities  in 
securing  just  and  wise  laws,  and  in  the  administra- 
tion of  those  laws.  The  authorities  should  also 
invite  and  welcome  the  assistance  of  corporation 
managers  in  the  framing  of  proper  legislation. 
This  is  the  way  to  get  sound  conclusions — hear  all 
sides  and  try  to  do  the  right  thing.  Nothing  will 
put  the  lobbyist  out  of  business  more  quickly  than 
this  frank  and  open  way  of  getting  together 
and  discussing  the  questions  at  issue.  Politics 
should  play  no  part  in  the  making  of  such  laws  nor 
in  their  enforcement.  The  corporations  are  es- 
sential to  the  public  welfare.  We  do  not  want  to 
injure,  much  less  to  destroy  them.  It  is  to  the 
interest  of  the  people  that  they  be  fairly  and 
justly  treated.  Too  often  the  feeling  exists  that 
no  good  can  come  out  of  a  corporation  and  that 
any  sort  of  legislation,  proposed  and  enacted  by 
men  who  have  had  no  experience  and  have  made 
no  study  of  the  complicated  problems  involved,  is 
good  enough  if  it  seems  to  hit  the  corporation  hard. 
This  is  altogether  mischievous  and  wrong.  What 
we  want  in  all  these  cases  is  to  approach  the 
question  in  the  noble  spirit  of  Lincoln,  "with 
charity  for  all,  with  malice  towards  none"— seek - 


12 


ing  justice,  truth  and  light,  and  basing  our  con- 
clusions and  our  actions  upon  these  infallible 
foundations. 

The  gravest  dangers  we  confront  in  dealing  with 
important  problems  is  a  perverted,  misinformed 
and  ignorant  public  opinion.  Political  considera- 
tions are  too  often  put  above  the  public  good. 
Too  many  politicians  are  opportunists.  They 
seem  too  willing  to  support  any  measure  which 
promises  personal  and  party  success.  It  is  easy 
to  arouse  public  resentment  against  corporations 
upon  wholly  false  premises  and  specious  reasoning. 
The  politician's  chief  occupation  is  to  keep  at  this 
sort  of  work,  while  the  corporation  manager  is 
usually  so  occupied  with  the  graver  responsibilities 
of  safely  and  efficiently  operating  the  property 
under  his  control  that  he  has  no  time  to  set  up  a 
counter  propaganda,  and  the  people  get  only  one 
side  of  the  question. 

Dangers  of  Commission  Rule 

So  long  as  we  can  keep  public  utility  commissions 
out  of  politics,  appoint  men  of  character  and  ex- 
perience to  run  them,  confine  their  powers  to 
reasonable  regulation,  and  define  those  powers 
clearly,  so  that  everybody  may  know  what  the 
law  actually  is,  and  so  long  as  such  commissions 
discharge  their  duties  justly,  wisely  and  im- 
partially, they  will  be  of  advantage  to  the  public 
and  to  the  corporations. 

I  do  not  believe  in  giving  these  commissions  the 
power  to  arbitrarily  fix  rates.  Grave  wrongs  and 
injustices  might  result.  Property  could  be  con- 
fiscated or  destroyed  before  the  courts  could  protect 

13 


it.  The  public  interest  would  suffer  from  any 
serious  injury  to  the  transportation  lines.  It  must 
be  remembered  that  the  prosperity  of  these  lines 
is  as  essential  to  the  general  welfare  as  good  govern- 
ment itself.  It  is  only  necessary  to  imagine  the 
condition  in  which  we  would  find  ourselves  if  we 
didn't  have  them,  to  realize  how  vital  they  are  to 
our  existence.  Railroads  must  be  run  at  a  profit 
if  they  are  to  provide  good  service  and  continue  to 
develop  their  lines  to  meet  the  growth  of  the 
country.  Rates  are,  as  a  whole,  reasonable,  and 
competition  will,  I  believe,  keep  them  so.  The 
principal  grievance  has  been  discrimination  and 
insufficient  and  inefficient  service,  and  facilities, 
and  these  can  be  remedied  by  a  sound  policy  of 
conservation  of  just  rights;  by  the  regulatory 
powers  of  the  commissions  and  by  the  force  of 
public  opinion.  There  has  never  been  a  time  in 
the  history  of  the  world  when  public  opinion 
properly  directed  has  been  so  potential  as  now, 
nor  has  there  ever  been  a  time  when  corporations 
were  so  amenable  to  public  opinion  nor  when  they 
have  been  so  honestly  conducted  as  now.  A  dis- 
tinguished Harvard  alumnus  has  had  much  to  do 
with  this  result. 

The  most  serious  grievance  against  certain  cor- 
porations is,  in  my  judgment,  the  undue  privilege 
they  enjoy  from  an  excessive  and  wholly  indefensi- 
ble high  protective  tariff.  It  is  not  the  railroads 
but  the  industrial  companies  and  so-called  ' '  trusts ' ' 
that  are  the  direct  beneficiaries  of  this  protection. 
The  trust  talk  and  the  trust  evils  would  largely 
disappear  if  the  "trusts"  were  forced  into  whole- 
some competition  with  the  world,  and  were  de- 

14 


prived  of  the  power  they  now  have  to  tax  the  people 
for  their  special  benefit.  But  I  am  getting  away 
from  my  subject.  I  had  not  intended  to  get  into 
politics  nor  to  "branch"  so  extensively. 

Is  the  Public  "Soulless"? 

While  the  public  considers  the  corporations 
"soulless"  the  corporations  consider  the  public  as 
much  so  or  more.  It  must  be  admitted  that  the 
attitude  of  the  public  to  the  corporations  is 
characterized  by  suspicion,  by  ill-concealed  resent- 
ment, by  a  feeling  that  the  corporation  has  no 
rights  which  ought  to  be  respected,  and  that  any 
advantage  taken  of  a  corporation  is  justifiable,  if 
not  commendable.  The  average  person  has  a  code 
of  ethics  for  dealing  with  a  corporation  entirely 
different  from  that  for  dealing  with  an  individual, 
and  the  code  for  the  corporation  is  morally  wrong, 
while  that  for  the  individual  is  morally  right. 

In  fact,  the  corporations  and  the  public  remind 
me  of  two  big  boys  suspicious  of  each  other, 
frequently  "scrapping,"  to  use  the  vernacular, 
and  yet  compelled  to  live  together  and  play  with 
each  other.  This  attitude  of  suspicion  is  an  in- 
evitable estrangement.  If  it  can  be  removed,  a 
more  cordial  relationship  will  result. 

I  have  always  believed  that  the  public,  like  the 
corporation,  has  a  soul — that  the  public  at  large 
is  reasonable — that  it  is  just  as  responsive  to  decent 
treatment  as  an  individual. 

As  a  matter  of  fact,  the  corporation  and  the 
public  each  represent  a  reasonable  individual,  but 
they  don't  understand  each  other.  The  corpora- 
tion manager  makes  rules  and  issues  orders 


necessary,  for  the  conduct  of  his  business.  These 
rules  and  orders  are  usually  in  the  interest  of  the 
public,  designed  for  their  convenience  and  safety, 
but  they  oftentimes  seem  to  the  public  arbitrary 
and  unreasonable.  An  explanation  by  the  cor- 
poration would  at  once  satisfy  the  public,  because 
it  is  always  satisfied  with  a  good  reason.  The 
corporation  manager  ought  to  take  the  trouble  to 
explain  things  to  the  public,  and  he  ought  to  give 
the  public  plenty  of  information. 

A  Concrete  Example 

Our  experience  with  the  Hudson  tunnels  has 
convinced  us  of  the  correctness  of  these  views. 
We  have  never  yet  had  a  complaint  that  we  have 
not  satisfied  with  an  explanation,  except  one  and 
that  came  from  a  " crank"  whom  no  one  could 
appease. 

It  is  with  great  reluctance  and  after  long  hesita- 
tion that  I  have  determined  to  speak  of  the  trans- 
portation system  of  which  I  have  the  honor  to  be 
an  employee  and,  in  doing  so,  I  beg  that  you  will 
acquit  me  of  any  seeming  or  intentional  egotism. 
I  would  not  relate  these  experiences  except  to 
illustrate  our  theories  of  corporate  management, 
and  to  give  you  concrete  examples  of  their  practical 
application. 

On  the  26th  of  February,  1908,  the  first  tunnels 
under  the  Hudson  River  were  opened  to  public  use. 
Five  days  before  that  date  the  employees  of  the 
road  were  called  together  and  addressed  by  the 
president  of  the  company,  in  part,  as  follows: 

This  is  a  time  when  there  has  been  a  great  deal  of  talk 
about,  and  criticism  of  public  service  corporations.  Some 

16 


of  these  criticisms  are  just  and  some  are  unjust.  There 
are  two  sides  to  most  questions,  but  there  can't  be  two 
sides  to  some  of  the  questions  which  have  been  discussed, 
and  there  can't  be  two  sides  to  some  of  the  complaints 
which  have  been  made  against  public  service  corporations. 
Now,  we  want  to  profit  by  these  criticisms  and  the  mis- 
takes of  others,  and  we  want  to  run  this  road  so  that  there 
will  be  no  complaints,  or,  at  any  rate,  as  few  complaints 
as  possible.  It  is,  of  course,  impossible  to  attain  absolute 
perfection  of  operation,  but  it  is  not  impossible  to  attain 
approximate  perfection. 

I  want  to  impress  upon  you  the  fact  that  this  railroad 
is  operated  primarily  for  the  convenience  of  the  public. 
It  is  designed  to  accommodate  the  people  who  traverse 
the  river  between  New  Jersey  and  New  York,  and  the 
duty  devolves  upon  you  to  do  everything  in  your  power 
to  make  this  facility  as  perfect  as  possible.  It  can  be  ac- 
complished by  your  taking,  as  I  said  before,  that  intense 
and  intelligent  interest  in  your  work  which  is  the  only 
guarantee  of  success. 

Safety  and  efficiency  of  the  service  are,  of  course,  the 
first  consideration,  but,  among  the  things  of  the  highest 
importance,  are  civility  and  courtesy  in  your  dealings  with 
the  public.  You  must  treat  people  courteously,  no  matter 
how  they  treat  you.  You  must  not  engage  in  unnecessary 
conversation  with  passengers,  and  you  must  not  address 
passengers  before  they  enter  into  conversation  with  you. 
You  are  not  there  for  the  purpose  of  entertaining  the 
public;  you  are  there  for  the  purpose  of  seeing  that  the 
road  is  safely  and  properly  operated.  Attend  strictly  to 
your  duties,  answering  questions  when  they  are  addressed 
to  you.  No  matter  if  questions  seem  to  you  foolish,  give 
civil  replies.  The  day  of  "the  public  be  damned"  policy 
is  forever  gone.  It  always  was  an  objectionable  and  in- 
defensible policy,  and  it  will  not  be  tolerated  on  this  road 
under  any  conditions. 

There  is  a  thing  which  the  French  call  "  esprit  de  corps  " ; 
this  means  a  spirit  of  common  devotedness,  of  common 
sympathy  or  support  among  all  the  members  of  an  associa- 

17 


tion  or  body.  It  means  comradeship  and  a  common  pride 
in  the  general  work  in  which  we  are  engaged  and  in  each 
other.  Let  us  start  this  road  with  this  feeling  of  "esprit 
de  corps."  We  are  all  working  together  for  the  good  of 
each  other,  as  well  as  for  the  good  of  the  company  and  of 
the  community.  Let  us  convince  the  public  that  public 
service  facilities  can  be  operated  in  such  a  way  that  the 
just  claims  of  the  public  will  be  recognized  and  that  the 
public  will  have  proper  service  and  treatment. 

The  Hudson  Tunnel  Creed 

Seventeen  months  later,  in  July,  1909,  upon  the 
opening  of  the  second  pair  of  tunnels  under  the 
Hudson  River,  the  president  of  the  company 
spoke  as  follows: 

We  believe  in  the  "public  be  pleased"  policy  as  opposed 
to  the  "public  be  damned"  policy;  we  believe  that  that 
railroad  is  best  which  serves  the  public  best;  that  decent 
treatment  of  the  public  evokes  decent  treatment  from  the 
public;  that  recognition  by  the  corporation  of  the  just 
rights  of  the  people  results  in  recognition  by  the  people 
of  the  just  rights  of  the  corporation.  A  square  deal  for  the 
people  and  a  square  deal  for  the  corporation!  The  latter  is 
as  essential  as  the  former  and  they  are  not  incompatible. 

These  declarations  are  the  creed  of  the  company, 
and  represent  our  convictions  as  to  the  proper 
attitude  of  a  public  service  corporation  to  the 
public. 

Sincerity  is  Essential 

In  carrying  out  this  policy  it  is  essential  first, 
that  the  officers  of  the  corporation  shall  sincerely 
believe  in  it,  and,  second,  that  the  employees  shall 
catch  the  spirit  of  it  and  earnestly  seek  its  enforce- 
ment. 

This  sincerity  must  be  genuine — it  cannot  be 

18 


feigned.  The  people  are  quick  to  discover  a 
counterfeit.  Lincoln  said,  "You  can  fool  all  the 
people  some  of  the  time, "  and  this  may  have  been 
true  fifty  years  ago,  but  we  have  progressed  since 
that  day.  You  can't  fool  all  the  people  even 
"some  of  the  time"  now. 

Sincerity  implies — no,  it  means  the  human 
quality.  It  means  that  you  must  put  this  quality 
into  your  relations  with  your  employees,  and  that 
they  must  put  it  into  their  relations  with  the  public, 
and  that  the  public  must  put  it  into  its  relations 
with  the  company  and  its  employees.  These 
employees  come  into  closer  contact  with  the  public 
than  the  officers,  and  upon  them  rests  in  large  part 
the  successful  execution  of  your  policy. 

Our  efforts  have  been  directed,  therefore,  to  the 
creation  of  a  body  of  employees  who  would  feel  a 
genuine  interest  in  cany  ing  out  the  company's 
aims. 

Developing  Courtesy  in  Employees 

It  has  been  difficult  to  always  secure  civility  on 
the  part  of  employees.  Many  of  them  have  had 
little  or  no  advantages  and,  while  they  want  to  do 
the  right  thing,  they  don't  always  know  how. 
By  patient  and  kindly  admonition  we  have  suc- 
ceeded in  educating  them  to  the  required  standard, 
and  we  now  have  a  body  of  men  who  have  dis- 
tinguished themselves  for  their  civility  and  con- 
siderate treatment  of  the  public.  I  do  not  believe 
that  there  is  a  finer  lot  of  public  service  corporation 
employees  in  this  country  than  those  of  the  Hudson 
tunnel  system.  We  are  proud  of  them  as  men  and 
of  the  esprit  de  corps  that  animates  them.  We 


find  that  they  take  a  real  interest  in  treating  the 
public  courteously,  and  we  find  that  the  public  is 
taking  a  real  interest  in  treating  them  courteously. 
Verily  courtesy  breeds  courtesy.  There  is  a  feeling 
of  good  will  and  friendship  between  the  public  and 
our  employees  and  our  company  that  is  delightful 
and  refreshing.  Everybody  seems  to  take  an 
interest  in  being  kindly  and  considerate,  and  in 
doing  everything  possible  to  make  the  policy  suc- 
cessful. 

We  have  posted  signs  in  our  cars  inviting  sug- 
gestions and  criticisms.  We  receive  occasional 
suggestions,  some  of  value,  and  we  always  adopt 
them  if  they  have  value,  but  strange  to  say,  we 
rarely  ever  have  a  complaint.  We  always  ac- 
knowledge suggestions — we  always  investigate  and 
reply  to  complaints,  and  we  always  apply  a  remedy 
if  the  complaint  is  well  founded.  When  I  tell  you 
that  the  system  is  only  partially  completed  and 
that  it  is  already  carrying  at  the  rate  of  50,000,000 
people  annually,  and  that  we  have  had  not  over 
two  dozen  complaints  in  the  past  two  years,  you 
can  readily  understand  why  we  are  convinced  that 
our  policy  is  sound. 

The  Duty  of  the  Public 

Courteous  treatment  of  the  public  and  the  im- 
partation  of  correct  information  are  of  prime 
importance.  On  the  other  hand,  courteous  treat- 
ment of  employees  by  the  public  is  necessary. 
Unfortunately,  the  public  is  not  alive  to  this.  We 
can  discipline  our  employees  for  rudeness,  but  we 
cannot  discipline  the  public.  Did  you  ever  realize 
that  the  guard  or  conductor  on  a  train  is  just  as 

20 


human  as  you  are?  That  he  has  feelings,  sensi- 
bilities and  desires  very  much  like  your  own? 
That  rude  and  offensive  treatment  of  him  is  more 
reprehensible  than  of  some  free  agent?  You 
literally  take  advantage  of  a  man  with  his  hands 
tied  when  you  abuse  such  an  employee.  He  has 
orders  not  to  resent  it  under  penalty  of  discharge, 
and  this  makes  it  harder  for  him  to  bear.  I  have 
occasionally  seen  passengers  abuse  a  poor,  helpless 
employee  for  merely  executing  the  rules  of  the 
company,  when  the  right  practice  is  to  write  a 
complaint  to  the  management.  We  must  remem- 
ber that  to  ill-treat  an  employee  this  way  makes  it 
more  difficult  for  the  company  to  promote  civility 
among  the  men,  and  that  the  company  cannot 
correct  the  trouble  unless  complaint  is  made  to  the 
proper  officer.  We  would  come  nearer  satisfactory 
operation  of  public  service  utilities  if  passengers 
would  make  complaints  and  suggestions,  because  in 
no  other  way  can  the  management  learn  the  facts 
and  apply  the  remedy.  One  has  only  to  report  the 
number  on  the  cap  of  the  offending  employee  to 
assure  redress  if  offence  has  been  given,  and  the 
moral  effect  on  the  entire  body  of  employees  of 
wholesome  discipline,  resulting  from  conviction 
upon  a  specific  complaint,  cannot  be  overesti- 
mated. The  public  can  help  the  management  this 
way,  but  it  seldom  does.  The  American  is  in  too 
big  a  hurry,  and  is  too  indifferent  to  follow  up 
matters  of  this  kind.  So  he  condones  faults  by 
helping  the  employees  conceal  them  from  their 
superiors,  and  satisfies  himself  by  giving  the 
employee  a  piece  of  his  mind  on  the  spur  of  the 
moment  and  by  cherishing  a  grudge  against  the 

21 


company.  The  public  must  realize  that  its  co- 
operation is  highly  important  if  the  best  results 
are  to  be  obtained.  Co-operation  by  criticism 
directed  to  the  management  is  very  valuable,  as  I 
have  already  said,  and  then  it  is  so  easy  and  so 
satisfying  to  criticize.  I  would  suggest,  however, 
that  criticisms  be  addressed  in  polite  language. 
Even  a  corporation  manager  is  susceptible  to 
courteous  treatment.  I  have  already  assured  you 
that  he  has  a  soul.  It  is  a  curious  fact  that  many 
complaints  are  couched  in  offensive  terms.  The 
writer  of  a  complaint  too  often  assumes  that  the 
act  of  which  he  complains  was  purposely  or 
arbitrarily  done  by  the  company,  and  he  proceeds 
to  denounce  everything  and  everybody  in  advance. 
This  is  simply  evidence  of  the  condition  to  which  I 
have  previously  alluded,  viz. :  a  latent  hostility  or 
ill-will  in  the  public's  attitude  towards  corpora- 
tions, which  ought  to  be  eradicated,  and  which 
can  and  will  be  eradicated  by  reasonable  co-opera- 
tion along  the  lines  I  have  suggested. 

How  much  better,  how  much  more  dignified, 
and  how  much  more  effective  to  write  a  polite  and 
temperate  statement  of  the  facts,  and  how  much 
more  willingly  the  manager  takes  hold  of  it  and 
sees  that  justice  is  done!  It  is  merely  the  applica- 
tion of  the  human  quality  in  the  relations  between 
the  public  and  the  corporation. 

The  Value  of  Praise 

The  public  can  help  the  corporations  enormously 
in  their  efforts  to  give  good  service  by  writing 
occasional  letters  of  commendation  of  things  that 
deserve  praise.  Nothing  is  so  encouraging  to  the 

22 


manager  and  to  the  men  under  him  as  the  feeling 
that  their  work  and  efforts  are  appreciated,  and  yet 
how  seldom  it  is  that  a  "bouquet"  is  sent!  Did 
you  ever  reflect  that  in  every  public  service  cor- 
poration's administration  and  service  there  is 
probably  99%  that  is  satisfactory,  if  not  praise- 
worthy, and  probably  one  per  cent,  that  is  faulty? 
Nobody  ever  thinks  of  saying  a  good  word 
about  the  99%  that  is  all  right,  but  many  will 
"throw  bricks"  at  the  one  per  cent,  that  is  wrong. 
None  of  us  can  be  perfect ;  yet  it  is  necessary  for 
a  complicated  electric  machine  like  the  Hudson 
tunnels  or  your  own  admirable  Boston  subway,  to 
be  nearer  perfect  than  any  human  being.  The 
intelligent  co-ordination  of  mind,  matter  and 
science  in  the  modern  electric  subway  is  truly 
wonderful. 

Nothing  so  encourages  the  men  and  stimulates 
them  to  better  effort  as  recognition  by  the  public 
and  their  superiors  of  good  work. 

Not  long  ago,  Mr.  D.  W.  Cooke,  General  Traffic 
Manager  of  the  Erie  Railroad,  sent  us  the  following 
letter: 

There  are  so  many  things  to  commend  in  the  manage- 
ment of  the  Hudson  and  Manhattan  Tunnels  that  the 
whole  would  be  a  long  story,  but  the  average  of  your  men 
is  so  conspicuously  higher  than  that  of  any  other  public 
service  institution  that  I  know,  that  I  believe  it  is  one  of 
the  most  satisfying  things  you  have  accomplished  from 
the  standpoint  of  the  public.  Last  night  I  came  to  the 
ticket  office,  Twenty-third  Street  and  Sixth  Avenue,  at 
nine-thirty,  bound  for  the  Pennsylvania  station.  I  gave 
the  ticket  agent  a  quarter  for  three  tickets,  and  being  un- 
accustomed to  purchasing  tickets,  walked  away  without 
my  change.  I  was  scarcely  more  than  seated  in  the  car 

23 


when  the  guard  or  the  chopping-box  man,  I  do  not  know 
which,  came  in  and  asked  me  if  I  had  failed  to  collect  my 
change,  and  on  being  informed  that  I  had,  proceeded  to 
get  it  for  me.  I  do  not  say  that  I  kept  it,  but  he  did  his 
part,  and  I  congratulate  you  on  having  men  of  this  sort  in 
your  employ. 

This  letter  was  posted  on  the  bulletin  boards,  so 
that  every  employee  of  the  Transportation  Depart- 
ment could  see  it. 


The  following,  chosen  from  many  of  similar 
character,  are  cited  merely  to  show  the  effect  of 
our  policy. : 

SURRICK  LINCOLN, 

Assisted  by  Mrs.  Lincoln. 

THE   LINCOLN   TRAVELOGUES. 

Permanent  Address, 
Antrim  Lecture  Bureau, 
10 1 1  Chestnut  Street, 
Philadelphia,  Pa. 

En  Tour,  571  West  13  9th  Street, 
N.  Y.  City,  April  loth,  1909. 

Dear  Sir:  I  wish  to  congratulate  you  on  your  excellent 
service.  I  believe  you  are  trying  to  please  the  public  who 
travel  over  your  lines.  If  all  railroad  companies  did  the 
same  they  would  be  much  better  appreciated  by  those  who 
patronize  them.  As  it  is  the  real  traveler  usually  has  it  in 
for  them.  There  is  a  reason. 

Sincerely  yours, 

(Signed)  S.  LINCOLN. 
24 


KIRKLAND   &   YARDLY, 
37  Liberty  Street 

January  22,  1910. 
GENERAL  MANAGER, 
Hudson  Tunnel  Co., 

30  Church  Street,  New  York  City. 

Dear  Sir:  It  may  be  of  interest  to  you  to  learn  of  a 
courteous  action  on  the  part  of  one  of  your  employees, 
that  was  rather  out  of  the  ordinary. 

On  the  2ist  inst.,  a  woman,  a  stranger,  entered  the  tunnel 
at  Hoboken.  On  opening  her  bag  she  thought  that  all 
her  money  had  been  stolen.  She  was  naturally  very 
nervous  and  in  her  excitement  asked  your  colored  porter, 
No.  10,  what  she  should  do.  He  courteously  told  her  that 
he  would  give  her  what  money  she  required  and  she  was 
thus  enabled  to  reach  her  friends  in  New  York. 
Yours  truly, 

(Signed)  FARNHAM  YARDLY. 


January  24,  1910. 
MR.  FARNHAM  YARDLY, 

37  Liberty  St.,  City. 

Dear  Sir:  Yours  of  the  22d  inst.  informing  us  of  the 
courtesy  of  one  of  our  porters,  received.  I  thank  you  very 
much  for  letting  us  know  about  this.  Will  write  the  porter 
a  very  pleasant  letter.  I  can  assure  you  it  gives  us  great 
pleasure  to  know  that  our  employee  acted  as  he  did. 
Yours  truly, 

(Signed)  E.  T.  MUNGER, 
General  Superintendent. 

These  letters  are  highly  gratifying,  because  they 
prove  that  our  conception  of  the  duty  of  the  cor- 
poration to  the  public  is  sound,  and  they  indicate 
our  belief  that  the  public  is  appreciative  of  good 
work  and  earnest  effort. 

25 


Frankness    Pays 

Frequently  questions  arise  involving  public 
relations  and  policy,  which  are  very  hard  to 
determine.  Our  practice  in  all  such  matters  is  to 
take  the  public  into  our  confidence  and  give  our 
reasons  for  the  action  taken. 

An  agitation  arose  last  year  for  separate  cars 
for  women  in  the  subways  of  New  York.  It  was 
very  doubtful  if  the  anticipated  relief  would  be 
realized  from  their  operation.  We  believed  that 
the  experiment  was  worth  trying,  but  we  knew  the 
risk  of  failure  and  hesitated  to  take  the  odium  or 
criticism  that  might  result  from  it.  But  we  felt 
that  anything  that  would  make  it  easier  and  more 
comfortable  for  women  and  children  to  travel 
during  the  crowded  hours  in  New  York  was  worth 
achieving,  so  we  determined  to  make  the  trial. 

We  announced  the  new  service  with  a  poster  in 
which  we  frankly  said: 

This  is  an  experiment  which  the  management  hopes 
will  prove  successful  in  practice,  and  which  it  reserves  the 
right  to  terminate  if  it  should  be  found  to  work  unsatis- 
factorily. 

The  suggestion  for  separate  cars  came  from  an 
organization  known  as  "The  Woman's  Municipal 
League."  In  order  that  no  doubt  should  arise 
about  the  company's  good  faith  in  giving  the 
experiment  a  thorough  and  honest  trial,  we  invited 
representatives  of  the  League  to  attend  the  in- 
auguration of  the  separate  cars,  to  watch  their 
operation  carefully  and  give  us  the  benefit  of  any 
further  suggestions  they  might  have  to  offer. 

On  the  morning  of  March  31,  1909,  a  large  and 
representative  number  of  women  assembled  at  the 

26 


railroad  station  in  Hoboken.  The  company  had 
issued  special  instructions  to  all  guards  and  plat- 
form men  to  announce  the  separate  car  and  direct 
women  to  it,  and  had  advertised  it  thoroughly,  so 
that  little  or  no  confusion  resulted.  One  of  the 
women  asked  if  we  would  keep  the  car  in  service 
long  enough  to  demonstrate  its  usefulness.  We 
asked  how  long  she  would  suggest.  She  said,  two 
weeks.  We  said  that  we  would  try  it  three  months 
and  we  did  so.  The  car  was  very  popular  at  first, 
but  the  newspapers  wrote  humorously  about  it 
and  many  women  became  sensitive  on  the  subject. 
The  papers  referred  to  it  as  the  "Jane  Crowe  Car," 
the  "Hen  Car,"  "The  Adamless  Eden,"  "The  Old 
Maid's  Retreat,"  etc.  We  advised  the  women 
that  all  they  needed  to  do  to  keep  this  car  in 
service  was  to  demonstrate  that  they  wanted  it 
by  actually  using  it.  The  patronage,  however, 
continued  to  decline.  Many  women  frankly  ad- 
mitted that  they  preferred  to  ride  in  the  cars  with 
men;  that  they  felt  a  greater  sense  of  security  in 
case  of  accident  from  being  with  men  than  if  they 
were  with  the  women  alone.  Long  before  the 
expiration  of  three  months  it  became  obvious  that 
the  experiment  was  a  failure,  but  we  kept  our  word 
and  continued  it  for  three  months.  At  the  end  of 
that  time  it  became  necessary  to  discontinue  it. 
Here  an  important  question  of  policy  arose. 
Some  of  the  operating  force  contended  that  we 
ought  simply  to  drop  the  car  without  saying  any- 
thing about  it,  and  that  no  notice  would  be  taken 
of  it.  The  executive  officers,  on  the  other  hand, 
took  the  view  that  just  as  conspicuous  notice  of 
the  discontinuance,  and  the  reason  for  it,  should 

27 


be  given,  as  when  it  was  inaugurated.     We  accord- 
ingly posted  all  over  the  road  the  following : 

NOTICE 

On  and  after  July  ist,  1909,  the  exclusive  car  for  women 
will  be  discontinued,  as  the  patronage  does  not  warrant 
further  maintenance  of  this  service. 

Some  of  our  operating  officers  feared  that  the 
newspapers  would  say  hard  things  about  us  for. 
discontinuing  this  car.  The  exact  contrary  was 
the  result.  Our  frankness  in  giving  complete  and 
truthful  information  about  the  whole  matter  com- 
mended itself  to  the  press,  and  we  received  nothing 
but  praise  for  having  demonstrated  that  there  was 
no  real  demand  for  the  segregation  of  women  on 
subway  trains. 

This  incident  only  goes  to  prove  what  we  are 
contending  for,  namely,  that  a  frank  and  open 
policy  with  the  public  and  an  explanation  of 
reasons  for  actions  taken,  is  the  proper  course. 

"An  Unwarrantable  Restriction" 

Some  men  felt  very  much  outraged  at  what  they 
considered  an  unjust  discrimination  on  our  part 
in  favor  of  women.  We  are  almost  exclusively  an 
interstate  railroad.  Therefore  we  come  under  the 
jurisdiction  of  the  Interstate  Commerce  Com- 
mission, at  Washington.  The  following  corre- 
spondence is  interesting  as  showing  the  character 
of  complaints  with  which  the  commission  and  the 
corporations  have  to  deal  and  how  such  matters  are 
handled : 

28 


INTERSTATE   COMMERCE   COMMISSION 

WASHINGTON,  April  27,  1909. 
MR.  WILLIAM  G.  McAooo, 

President,  Hudson  &  Manhattan  Railway  Company, 
30  Church  Street,  New  York  City. 

Dear  Sir:  The  enclosed  is  a  copy  of  a  letter  this  day  re- 
ceived by  the  Commission  from  Mr.  Francis  Dundon,  39 
Washington  Square,  New  York,  N.  Y.,  in  reference  to  a 
discrimination  alleged  to  be  practiced  by  your  company  in 
the  transportation  of  passengers  between  Jersey  City  and 
Hoboken,  N.  J.,  and  New  York,  N.  Y. 

The  Commission  thought  it  proper  to  call  this  matter  to 
your  attention,  to  ascertain  what  your  attitude  is. 
Truly  yours, 

(Signed)  C.  A.  PROUTY, 
Commissioner. 


NEW  YORK,  April  24,  1909. 
THE  INTERSTATE  COMMERCE  COMMISSION, 
Washington,  D.  C. 

Gentlemen:  I  take  the  liberty  to  direct  the  attention  of 
your  honorable  body  to  an  infraction  of  the  law  by  a  public 
service  corporation  doing  interstate  commerce — viz.:  the 
Hudson  and  Manhattan  Railway  Company,  transporting 
passengers  between  Jersey  City  and  Hoboken,  N.  J.,  and 
New  York,  N.  Y. 

The  infraction  referred  to  is,  in  essence,  a  restriction  of 
the  rights  to  accommodation  on  the  company's  trains,  of 
a  part  of  the  public,  by  excluding  this  part  from  one  car 
(the  last)  on  every  train. 

The  excuse  is  that  this  car  is  reserved  for  women;  but 
so  far  as  the  male  passengers  are  concerned,  it  makes  no 
difference  whether  the  exclusion  is  for  women  or  for  the 
convenience  of  the  Directors'  families;  they  are  forbidden 
access  to  this  car,  while  female  passengers  are  allowed 
access  to  all  the  cars. 

Now,  it  is  not  necessary  to  point  out  to  your  honorable 

29 


body  that  this  is  not  segregation,  where  each  class  being 
restricted  to  its  own  confines,  none  may  encroach  on  those 
of  others. 

It  is  neither  more  nor  less  than  an  unwarrantable  re- 
striction without  any  compensation,  and  in  effect  an  as- 
sertion that  the  fare  paid  by  a  man  does  not  entitle  him 
to  the  same  opportunity  for  accommodation  as  the  same 
fare  paid  by  a  woman;  in  fine,  it  is  discrimination  on  the 
part  of  a  public  service  corporation,  doing  interstate  com- 
merce— an  offence  cognizable  by  your  honorable  body. 

I  beg  to  enclose  a  clipping  from  the  New  York  Times  of 
the  24th  instant  containing  a  statement  in  relation  to  the 
matter  by  Mr.  William  G.  McAdoo,  the  Hudson  and 
Manhattan  Company's  President. 

Very  respectfully, 

(Signed)  FRANCIS  DUNDON. 


April  29,  1909. 

INTERSTATE  COMMERCE  COMMISSION, 
Washington,  D.  C. 

Dear  Sirs:  Replying  to  yours  of  the  27th  instant,  in 
which  you  enclosed  a  copy  of  a  letter  addressed  to  you  by 
Mr.  Francis  Dundon,  39  Washington  Square,  New  York, 
in  reference  to  a  discrimination  alleged  to  be  practiced  by 
this  Company  in  operating  on  our  trains  a  car  reserved  for 
women,  I  beg  to  say: 

A  petition,  backed  by  the  Women's  Municipal  League 
of  New  York,  was  a  short  time  ago  filed  with  the  Public 
Service  Commission  of  this  district,  urging  that  a  separate 
car  for  women  be  operated  in  the  Subway  by  the  Inter- 
borough  Rapid  Transit  Company.  A  considerable  public 
sentiment  in  support  of  this  idea  seemed  to  exist,  on  ac- 
count of  the  overcrowding  in  the  cars  of  the  local  trans- 
portation lines  during  the  rush  hours  of  the  day. 

Realizing  the  desirability  of  doing  anything  which 
•would  make  it  more  comfortable  for  women  and  children 
to  travel  during  the  crowded  hours,  I  concluded,  after 
consideration,  to  give  the  idea  a  practical  test  on  the  Hud- 
son Tunnel  Lines,  and,  accordingly,  an  order  was  issued 

30 


directing  that  the  rear  car  on  each  one  of  our  trains  be- 
tween the  hours  of  7  and  9  a.  m.  from  Hoboken,  N.  J.,  to 
New  York  and  between  the  hours  of  4.30  and  7  p.  m.  from 
New  York,  to  Hoboken,  N.  J.,  be  reserved  for  the  exclu- 
sive use  of  women.  In  this  order,  it  was  stated  that  the 
operation  of  this  car  was  experimental,  and  that  the  Com- 
pany reserved  the  right  to  terminate  the  arrangement,  if 
it  should  prove  unsatisfactory  in  operation.  The  car  has 
been  in  operation  about  thirty  days. 

We  do  not  exclude  men  from  this  car.  We  simply 
advise  them  that  the  car  is  reserved  for  women.  If  a  man 
wishes  to  ride  in  this  car,  in  spite  of  that  fact,  we  cannot 
and  do  not  attempt  to  prevent  him  from  doing  so.  We 
rely  upon  the  chivalry  and  courtesy  of  men,  generally,  to 
help  us  in  an  effort  to  make  more  comfortable  the  condi- 
tions under  which  women  have  to  use  the  crowded  local 
transportation  facilities. 

Our  test  has  hardly  continued  long  enough  to  enable 
us  to  say  definitely  whether  or  not  it  ought  to  be  estab- 
lished as  a  permanent  feature  of  our  line ;  but,  in  any  case, 
there  is  no  discrimination  against  male  passengers,  as  they 
can,  if  they  want  to,  ride  in  the  women's  car. 

The  situation  is  precisely  analogous  to  that  of  smoking 
cars  which  are  run  by  interstate  carriers.  The  car  is  re- 
served for  smokers,  but  men  who  do  not  smoke,  and  even 
women  themselves  may  occupy  seats  in  such  smoking  cars, 
if  they  care  to  do  so.  I  believe,  also,  that  it  is  conceded 
that  interstate  carriers  may  handle  separate  or  special  cars 
for  any.  reasonable  and  lawful  purpose,  and,  so  far  as  I  am 
advised,  there  can  be  no  lawful  objection  to  our  setting 
apart  a  car  for  the  convenience  and  comfort  of  women  and 
children.  I  wish  to  say,  however,  that  if,  in  the  opinion 
of  the  Commission,  this  practice  is  an  unlawful  discrimina- 
tion, we  shall,  of  course,  discontinue  it,  in  which  case  I 
shall  be  greatly  obliged  if  the  Commission  will  inform  me, 
and  also  let  us  know  if  it  will  adopt  a  ruling  on  this  point. 

Very  truly  yours, 

W.  G.  McAooo, 

President. 

31 


INTERSTATE    COMMERCE    COMMISSION 

WASHINGTON,  May  3,  1909. 
MR.  W.  G.  McADoo, 

President,  Hudson  &  Manhattan  R.R.  Co., 
30  Church  Street,  New  York  City. 

Dear  Sir:  Your  letter  of  April  29,  in  reply  to  complaint 
of  Mr.  Francis  Dundon,  concerning  alleged  discrimination 
in  favor  of  women  passengers  is  received. 

Inasmuch  as  your  company  appears  to  make  request  of 
the  male  passengers  that  they  occupy  other  cars  while  not 
insisting  upon  it,  it  would  not  seem  to  be  an  unreasonable 
one  and  the  complainant  is  being  so  advised. 

Truly  yours, 

C.  A.  PROUTY, 
Commissioner. 

Another  Example  of  Frankness 

Another  interesting  incident  occurred  when  we 
opened  the  downtown  tubes.  On  account  of  a 
shortage  of  equipment,  due  to  a  strike  at  the  car 
works,  we  were  unable  to  establish  a  service  between 
the  Hudson  Terminal  Buildings  and  Hoboken, 
except  during  the  hours  of  9.30  a.m  to  4.30  p.m. 
This  was,  of  course,  the  time  of  day  when  the  ser- 
vice was  needed  least,  because  the  "rush  hours" 
are  the  important  periods. 

A  certain  element  of  our  management  argued 
that  it  was  better  not  to  run  the  service  between 
9.30  a.m.  and  4.30  p.m.,  because  it  would  simply 
create  dissatisfaction.  It  was  contended  that  the 
public  would  not  understand  why  the  service  was 
not  given  during  the  "rush  hours,"  when  it  was 
most  needed,  and  that  a  great  deal  of  adverse 
criticism  would  result.  The  executive  officers,  on 

32 


the  other  hand,  believed  that  a  frank  statement  of 
the  reasons  why  the  service  was  not  given  during 
the  "rush  hours"  would  disarm  criticism  and 
satisfy  the  public.  So  we  ordered  the  service  in- 
stalled during  what  may  be  called  the  "non-rush 
hours,"  and  posted  conspicuous  notices  in  the 
cars  and  all  over  the  system  containing  the  follow- 
ing paragraph: 

Because  of  non-delivery  of  equipment  the  Company  is 
unable  for  the  present  to  give  this  service  during  the  "rush 
hours"  on  week  days,  but  hopes  to  extend  the  service 
throughout  the  entire  day  about  August  2d,  1909. 

Instead  of  adverse  criticism,  we  were  commended 
for  our  enterprise  in  giving  a  partial  service  until 
sufficient  equipment  could  be  received.  We  fre- 
quently heard  passengers  on  the  trains  explaining 
to  other  passengers  that  it  was  because  of  a  lack 
of  equipment  due  to  a  strike  at  the  car  works  that 
the  company  could  not  give  the  service  during  the 
"rush  hours."  The  public,  in  other  words,  was 
making  itself  a  defender  of  the  company  and  was 
voluntarily  making  explanations  to  those  who 
were  uninformed  about  the  reasons  for  the  in- 
sufficient service. 

If,  on  the  other  hand,  the  partial  service  had  been 
inaugurated  in  the  usual  way  of  simply  announcing 
that  the  service  would  be  established  between 
certain  hours  of  the  day,  without  explanation  of 
the  reasons  why  it  was  not  extended  throughout 
the  entire  day,  the  public  would  have  criticized  the 
arrangement,  simply  because  it  would  not  have 
understood  the  reasons  therefor. 

Doubtless  many  of  you  have  had  the  experience 
of  waiting  in  a  railroad  station,  long  after  the 

33 


scheduled  time  of  departure,  for  the  train  to  go, 
and  wondering  why  it  did  not  start  and  fretting 
because  you  could  not  get  information,  or  you  may 
have  found  yourselves  standing  on  a  side-track  or 
on  the  main  line  somewhere  waiting  impatiently 
for  the  train  to  proceed,  without  being  able  to  find 
out  the  cause  of  the  detention.  In  all  such  cases 
how  easy  it  is  to  satisfy  the  public  by  a  simple 
statement  of  the  reasons  for  the  delay.  If  a 
passenger  is  told  that  there  has  been  a  wreck  ahead, 
or  that  there  has  been  a  derangement  of  signals,  or 
if  he  is  given  any  other  good  reason,  he  will  at  once 
become  pacified.  In  all  these  cases  the  passenger 
wants  simply  to  be  informed.  For  a  long  time 
railroad  companies  refused  to  give  information  to 
passengers  about  anything  that  might  happen  on 
the  road,  particularly  about  accidents.  This 
policy  only  aggravated  the  situation  and  created 
hordes  of  enemies.  No  intelligent  railroad  manage- 
ment pursues  this  policy  any  longer. 

A  Problem  in  Distances 

I  may  cite  another  incident  in  our  experience, 
where  we  had  a  very  difficult  problem  to  deal  with, 
and  it  was  a  subject  of  much  discussion  before  a 
decision  was  finally  reached.  When  we  built  the 
great  Hudson  Terminal  station,  we  provided  four 
large  entrances  and  passageways,  thirty  feet  wide, 
from  the  street  to  the  concourse  floor,  immediately 
below  the  street  level.  There  are  above  the  station 
two  great  office  buildings,  twenty-two  stories  in 
height.  The  thirty -foot  entrances,  on  each  side  of 
the  buildings,  were  connected  by  narrow  passage- 
ways, so  that  the  people  going  to  and  from  the  con- 

34 


course  floor  could  enter  the  office  section  through 
these  narrow  passages.  They  were  not  intended 
for  general  use  going  to  and  from  the  trains.  In  a 
short  time  the  public  discovered  that  a  few  seconds 
could  be  saved  by  crowding  through  these  narrow 
passageways,  thereby  establishing  a  shorter  route 
to  the  trains.  This  was  a  misuse  of  the  facility, 
disadvantageous  to  the  public  itself.  In  the 
course  of  time  an  aggravated  situation  would  have 
developed,  because  the  capacity  of  these  narrow 
ways  was  entirely  too  small  to  accommodate  the 
growing  traffic.  The  remedy  was  to  close  the 
narrow  passageways.  We  finally  determined  to 
take  that  course  and,  as  usual,  we  posted  a  notice 
giving  the  reasons  for  our  action.  Instead  of  the 
horde  of  complaints  which  we  expected,  we  had 
just  one,  which  I  shall  read,  together  with  our  reply 
to  show  you  how  we  deal  with  such  matters : 

32  MulfordSt.,  East  Orange,  N.  J., 

February  15,  1910. 
MR.  WILLIAM  G.  McAooo, 

Pres.,  Hudson  &  Manhattan  Ry.  Co., 

Dear  Sir:  The  card  posted  in  the  cars  of  your  Company 
to  the  effect  that  suggestions  relating  to  the  improvement 
of  your  service  are  always  appreciated,  emboldens  the 
writer  to  address  you  regarding  what  he  considers  as  a 
really  serious  proposition.  He  refers  to  the  recent  closing 
of  the  staircase  by  which  tenants  of  30  Church  St.  were 
formerly  enabled  to  obtain  ready  access  to  the  train  floor 
of  the  Hudson  River  tunnels. 

The  present  arrangement  reduces  the  time  which  the 
writer  can  save  by  using  the  tunnels  by  about  one-third, 
and  thus  greatly  lessens  their  efficiency  so  far  as  he  is  con- 
cerned. The  same  is  undoubtedly  true  with  regard  to 
many  other  tenants  of  30  Church  St.,  and  the  results  to 

35 


the  H.  &  M.  Ry.  Co.  may  perhaps  be  appreciably  unfor- 
tunate. 

It  would  seem  to  be  very  important  to  provide  some 
means  by  which  tenants  of  this  building  can  reach  the 
train  floor  in  a  minimum  of  time  and  without  the  incon- 
venience of  traveling  around  the  long  ramp. 

Your  company  have  doubtless  given  this  matter  some 
consideration,  but  it  is  possible  that  its  full  importance 
has  not  been  appreciated. 

With  apology  for  thus  trespassing  on  your  valuable  time, 
I  remain, 

Yours  very  truly, 

FRANCIS  P.  WITMER. 


February  18,  1910. 
FRANCIS  P.  WITMER,  ESQ., 

32  Mulford  Street, 
East  Orange,  N.  J. 

Dear  Sir:  I  have  your  favor  of  the  i5th  instant,  and  note 
carefully  what  you  say  about  closing  the  passageway  be- 
tween the  Cortlandt  Street  and  Dey  Street  train  entrances 
of  No.  30  Church  Street. 

You  may  be  sure  that  before  this  action  was  taken  it 
received  our  very  careful  consideration.  This  passageway 
was  never  intended  to  accommodate  the  mass  of  people 
who  go  to  and  from  the  trains.  We  found  that  a  serious 
congestion  was  arising  there,  similar  to  that  which  occurred 
at  the  same  relative  position  in  No.  50  Church  Street,  and, 
in  the  interest  of  the  traveling  public  and  in  order  to  pre- 
vent the  condition  becoming  even  more  seriously  aggra- 
vated in  the  future,  we  felt  obliged  to  close  this  entrance 
as  a  means  of  general  access  to  the  trains.  I  enclose  a 
copy  of  the  notice  posted  at  the  entrance  explaining  the 
reasons  for  the  Company's  action. 

I  am  quite  sure  that  the  comfort  of  the  public  generally 
is  conserved  by  compelling  the  use  of  the  big,  broad  pas- 
sageways designed  especially  for  the  use  of  the  public  in 
going  to  and  from  trains.  Some  slight  accidents  have  al- 
ready happened  from  the  use  of  the  narrow  passageway, 

36 


such  being  without  the  Company's  fault  in  any  way,  and 
yet  the  disposition  on  the  part  of  the  injured  was  to  make 
claims  against  the  Company. 

I  am  positive,  because  I  have  walked  it  myself  several 
times  in  order  to  make  an  actual  test,  that  little  or  no  time 
is  lost  in  going  down  the  ramp  to  trains  as  against  going 
hrough  the  narrow  passageway  in  question.  I  figure  that 
it  requires  about  thirty  seconds  longer  to  go  by  the  ramp. 
We  are  always  glad  to  have  suggestions,  and  are  anxious 
to  do  everything  in  our  power,  within  the  limits  of  reason, 
for  the  comfort  and  convenience  of  the  Company's  patrons, 
but,  in  doing  this,  we  ought  not  to  permit  the  misuse  of 
facilities  in  any  way  that  will  immediately  or  ultimately 
work  to  the  detriment  of  the  public. 

I  may  add  that  thus  far  yours  is  the  only  complaint  we 
have  received  on  this  subject. 

Very  truly  yours, 

W.  G.  McADOO, 

President. 

February  10,  1910. 
NOTICE 

When  this  building  was  planned,  special  entrances  from 
Cortlandt  and  Dey  Streets  to  the  Concourse  Floor  were 
purposely  constructed  for  the  convenience  of  passengers 
going  to  and  from  trains.  These  entrances  are  sufficient 
to  prevent  congestion.  This  narrow  passageway  was  in- 
tended solely  for  the  use  of  persons  going  between  the 
Concourse  Floor  and  offices  in  this  building.  Large  num- 
bers of  people  have  been  using  this  narrow  way  for  access 
to  trains,  causing  a  congestion,  which  would  become  more 
aggravated  as  time  goes  on,  and  defeat  the  Company's 
object  in  building  the  large  entrances  above  referred  to. 
For  this  reason  the  Company  is  obliged  to  close  this  pas- 
sageway as  a  means  of  general  access  to  the  station.  Pas- 
sengers are  respectfully  requested  to  make  use  of  the  main 
entrances. 

(Signed)  W.  G.  McAooo, 
President. 

37 


32  Mulford  St.,  East  Orange,  N.  J., 

February  21,  1910. 
MR.  W.  G.  McAooo, 

Pres.,  Hudson  &  Manhattan  R.R.  Co. 

Dear  Sir:  Your  courteous  reply  to  my  letter  of  the  i;th 
explains  to  my  entire  satisfaction  your  reasons  for  closing 
the  narrow  passageway  from  offices  of  30  Church  St.  to 
Concourse  Floor.  I  am  sure  that  in  this,  as  in  all  other 
matters,  your  Company  is  studying  the  best  interests  of 
the  public  at  large.  It  merely  occurred  to  me  that  possibly 
some  substitute  for  the  short  cut  in  question  might  be 
practicable — for  instance,  a  staircase  from  the  upper  level 
of  the  Southeast  ramp  at  Cortlandt  St.  direct  to  the  Con- 
course Floor,  at  the  corner  where  the  barber  shop  is  located. 
This  would  save  some  time  and  half-a-minute  is  often  of 
great  importance  to  a  commuter,  and  would  make  it  op- 
tional, whether  to  use  the  longer  ramp  or  the  shorter  cut 
by  the  stairs.  This  is,  of  course,  a  matter  which  your  ex- 
perience and  opportunities  for  observation  would  probably 
decide  at  once  to  be  practicable  or  the  reverse.  I  only 
speak  from  the  point  of  view  of  a  daily  traveler,  and  I 
surely  feel  that  a  shorter  route  than  the  ramp  would  be 
acceptable  to  those  in  a  similar  position  to  myself. 

Thanking  you  for  your  courtesy,  and  with  sincere  assur- 
ances of  the  appreciation  of  as  much  of  the  public  as  come 
within  my  observation,  for  the  admirable  service  which 
your  Company  is  giving,  I  am, 

Very  truly  yours,* 

FRANCIS  P.  WITMER. 

Reaching  the  Public  Through  the  Press 

In  dealing  with  the  public,  another  highly  im- 
portant factor  must  be  considered,  and  that  is  the 
press.  This  is  the  agency  through  which  the  public 
gets  information  and  oftentimes  reaches  conclu- 
sions. The  policy  of  dealing  frankly,  truthfully 
and  honestly  with  the  newspapers,  is  obviously  the 

38 


part  of  wisdom.  We  have  always  adhered  to  that 
policy,  and  I  think  I  may  say  without  exaggera- 
tion that  no  enterprise  has  ever  been  more  fairly 
treated  by  the  press  of  New  York,  and  of  the 
country  at  large,  than  the  Hudson  Tunnels.  If  an 
accident  occurs  we  give  the  newspapers  the  whole 
truth  as  quickly  as  we  can  get  it  ourselves  and  we 
don't  wait  for  them  to  come  for  it.  We  send  it 
to  them.  Many  corporation  managers  regard  re- 
porters as  impertinent  intruders.  I  shall  never 
forget  the  time  when  one  apologized  to  me  for 
" intruding,"  and  was  astonished  because  I  told 
him  that  no  apology  was  necessary  because  his 
mission  to  get  the  news  was  just  as  legitimate  as 
was  mine  to  build  the  tunnels.  A  reporter  gets 
his  "turn"  at  our  office,  in  the  order  of  his  arrival, 
just  as  anyone  else  does.  Essential  as  the  * '  banker ' ' 
is  to  our  happiness  and  welfare,  he  gets  no  prefer- 
ence over  the  newspaper  man.  Nor  is  this  simply 
"stage  play";  it  is  merely  justice  and  a  part  of 
our  policy  of  fair  play  and  courteous  treatment. 

The  Humanitarian  Spirit  in  Corporations 

There  has  been  a  vast  improvement  in  the  past 
few  years  in  the  relations  between  public  service 
corporations  and  the  public.  Not  only  are  such 
corporations  managed  with  greater  regard  for  the 
public  convenience  and  comfort,  but  there  has  been 
developed  a  higher  appreciation  of  the  duties  and 
obligations  of  these  corporations  to  the  public.  In 
some  companies  a  spirit  of  practical  and  wise  al- 
truism has  appeared.  This  has  been  manifested 
in  the  establishment  of  pension  funds  to  which  the 
faithful  employee  may  resort  with  the  assurance 

39 


of  support  in  his  declining  years.  The  Pennsyl- 
vania Railroad,  the  Chicago  &  Northwestern  Rail- 
road, the  New  York  Central  Railroad  and  others 
have  voluntarily  assumed  this  burden.  It  is  the 
essence  of  enlightened  management.  It  ought  to 
result  in  improving  the  character  and  quality  of 
the  employees,  in  assuring  more  interested  and 
faithful  service  and  in  creating  a  greater  com- 
munity of  interest,  with  advantage  to  the  com- 
pany, the  employee  and  the  public.  The  better 
the  grade  of  the  employee,  the  better  the  service 
that  the  corporation  can  render  to  the  public.  It 
is  also  a  humanitarian  act  of  the  finest  quality, 
worthy  of  emulation  by  all  corporations  and  by  the 
states  themselves  in  dealing  with  the  aged  poor. 
I  confidently  look  for  the  time  when  there  will  also 
be  established  by  the  corporations,  under  wise  legis- 
lation, benefit  funds,  as  assurance  against  disability 
and  accidents,  so  that  injured  employees  may  ob- 
tain quick  and  certain  relief,  in  case  of  accident. 
There  is  great  force  in  the  argument  that  certain 
hazardous  risks  of  the  employment  should  be  as- 
sumed and  borne  by  the  employer,  and  I  believe 
that  enlightened  policy  will  soon  dictate  this  con- 
cession to  labor.  I  am  confident  that  a  system  of 
prompt  and  just  compensation  for  injuries  to  em- 
ployees can  and  will  be  worked  out,  and  that  it 
will  have  a  happy  effect  for  both  employer  and 
employed. 

I  have  already  overtaxed  your  patience  and 
must  not  attempt  to  discuss  it  here.  One  thing, 
however,  is  certain,  and  that  is  that  something 
must  and  will  be  done,  and  the  sooner  the  better, 
that  will  assure  to  the  family  of  the  injured  em- 

40 


ployee,  in  case  of  fatal  accident,  prompt  relief. 
The  present  system  of  long  litigation,  at  the  end 
of  which  some  unprincipled  lawyer  takes  half  of 
the  recovery,  or  more,  is  not  only  inhuman,  but  is 
a  crying  scandal,  for  which  a  remedy  must  be 
found. 

Young  gentlemen  of  the  Graduate  School  of 
Business  Administration,  I  congratulate  you  upon 
living  in  this  age  of  advanced  intellectual  thought 
and  of  awakened  interest  in  grave  sociologic  prob- 
lems. Among  you  are  future  presidents  and  man- 
agers of  great  corporations.  As  you  go  to  your 
tasks  let  me  admonish  you  not  to  allow  commer- 
cialism to  be  your  only  guide.  Combine  with  it  a 
lofty  humanitarianism,  an  intelligent  regard  for  the 
welfare  and  advancement  of  your  employees  and  a 
high  appreciation  of  your  obligations  to  society  and 
to  the  public,  and  you  will  achieve  a  satisfying 
success. 

Cultivate,  also,  a  spirit  of  justice.  What  is  more 
beautiful,  more  ennobling,  than  justice? 

11  Truth  is  its  handmaid,  freedom  is  its  child, 
peace  is  its  companion,  safety  walks  in  its  steps, 
victory  follows  in  its  train;  it  is  the  brightest 
emanation  from  the  Gospel;  it  is  the  attribute 
of  God." 


14  DAY  USE 

RETURN  TO  DESK  FROM  WHICH  BORROWED 

LOAN  DEPT. 

This  book  is  due  on  the  last  date  stamped  below,  or 

on  the  date  to  which  renewed. 
Renewed  books  are  subject  to  immediate  recall. 


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